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Kapolei Local Emergency Action Network (KLEAN) After Action Report/Improvement Plan (AAR/IP) KLEAN TTX 2018

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Kapolei Local Emergency Action Network

KLEAN TTX 2018

Kapolei Local Emergency Action Network After Action Report/Improvement Plan

April 13, 2018


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EXECUTIVE SUMMARY The Kapolei Local Emergency Action Network (KLEAN) conducted a tabletop exercise (TTX) on March 16, 2018. This report is designed to help KLEAN analyze the exercise results based on core capabilities 1and exercise objectives. The analysis for each exercise objective is divided into Strengths, Areas for Improvement, and Recommendations. Suggested actions in this report are recommendations and KLEAN may not be able to accomplish the recommendations based on available resources. In some cases, alternative solutions identified by KLEAN may be more efficient and/or effective.

This TTX was designed to allow players to assess policies and procedures as they pertain to the KLEAN organizations. Specifically, the exercise allowed players to test the following core capabilities:

• Capability: Planning • Capability: Situational Awareness • Capability: Operational Coordination

The TTX began with opening remarks delivered by Hawaii State Senator Mike Gabbard, Hawaii State Representative Andria Tupola, and Honolulu City Councilmember Kymberly Pine. The three political leaders expressed gratitude for KLEAN’s efforts and urged members to continue preparedness planning efforts in the community. Additionally, Senator Gabbard urged support for House Bill 26932 that clarifies the provision of public sheltering during emergencies.

Hawaii State Senator Mike Gabbard Honolulu City Councilmember Kymberly Pine

Hawaii State Representative Andria Tupola

The strengths identified during the exercise were: • Strength 1.1: A total of 96% of participants stated that as a result of the exercise

they were more familiar with planning requirements for disasters. • Strength 1.2: Organizations identified within the KLEAN Emergency Resources

Guide (ERG) maintain individual response and recovery plans and procedures.

1 https://www.fema.gov/core-capabilities 2 https://www.capitol.hawaii.gov/measure_indiv.aspx?billtype=HB&billnumber=2693&year=2018

“Prohibits places of public accommodation from denying shelter to any person when an emergency alert advises the public to immediately seek shelter. Provides for a civil penalty for each violation. Provides immunity from civil liability, with certain exceptions.”

Figure 1 - HB2693 Description

https://www.fema.gov/core-capabilities

https://www.capitol.hawaii.gov/measure_indiv.aspx?billtype=HB&billnumber=2693&year=2018


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• Strength 2.1: There are a number of key sources of emergency management information available to organizations.3

• Strength 2.2: Organizations participating in KLEAN have had the opportunity to share contact information and coordinate directly with emergency response partners and stakeholders.

• Strength 3.1: Participants discussed each other’s capabilities and limitations to support response and recovery efforts in the Kapolei community.

• Strength 3.2: Participants discussed applicable plans, standard operating procedures, coordination requirements, and protocols from local, state, Federal, private sector, and non-governmental organizations.

• Strength 3.3: Organizations are committed to supporting preparedness, response, and recovery efforts in the Kapolei community.

Throughout the exercise, some areas of improvement were identified pertaining to each objective. The areas for improvement were:

• Area for Improvement 1.1: Need to conduct additional evacuation planning and coordination in the Kapolei area.

• Area for Improvement 1.2: Need to update the ERG and raise awareness among stakeholders of the information within the ERG.

• Area for Improvement 2.1: Need to conduct additional planning and coordination on the use of social media in the Kapolei area to support disaster preparedness, response and recover efforts.

• Area for Improvement 2.2: Need to further develop information sharing protocols and procedures for organizations within the Kapolei community.

• Area for Improvement 3.1: Organizations in the Kapolei community need additional information on procedures that will be used to prioritize critical resources after a disaster, including fuel, temporary power, restoration of the electrical grid, provision of food/potable water, and debris clearance/removal to assist in their internal planning efforts.

Overall, KLEAN organizations performed successfully. Despite the improvement recommendations mentioned, the exercise achieved its objectives. KLEAN organizations demonstrated the capability to communicate and coordinate activities and appropriately identified areas for improvement.

3 See Attachment D for a list of these sites.


Homeland Security Exercise and Evaluation Program (HSEEP)

Table of Contents

Executive Summary ................................................................................... ii Exercise Overview ...................................................................................... 1 Analysis of Core Capabilities .................................................................. 2 Appendix A: Improvement Plan ....................................................... A-1 Appendix B: Exercise Participants................................................... B-1 Appendix C: Participant Feedback................................................... C-1 Appendix D: Information Resources...............................................D-1 Appendix E: Social Media Infographic ............................................. E-1

v Kapolei Local Emergency Action Network


1 Kapolei Local Emergency Action Network Homeland Security Exercise and Evaluation Program (HSEEP)

EXERCISE OVERVIEW

KLEAN TTX

16 March, 2018

This exercise was a Table Top Exercise (TTX) that took place on16 March 2018 from 8:00 a.m. to 12:00 p.m. at the Ho‘okele Elementary School.

Preparedness/Response/Recovery

Planning Situational Assessment Operational Coordination

Objective 1: Identify gaps in processes and procedures in the Emergency Resource Guide (ERG). Objective 2: Identify procedures required for KLEAN members to gather decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response. Objective 3: Discuss best practices for coordinating response and recovery efforts. Category 4 Hurricane with HazMat Release

A Category 4 hurricane approached Hawaii from the southeast and moved northward at approximately 10 mph. The hurricane produced sustained winds of 130 mph and gusts up to 160 mph with a wind radius of 219 miles. A storm surge of 10 to 15 feet impacted Oahu, while a rainfall rate of 1 to 2 inches per hour contributed significantly to the inundation and flooding damage. Discussions covered both pre- and post-impact issues.

Kapolei Local Emergency Action Network (KLEAN)

A total of 41 participants from 28 organizations took part in the KLEAN 2018 TTX. See Appendix B for a list of participating organizations.

Annie Lam, President, Campbell (Kapolei) Local Emergency Action Network; [email protected]; 808-547-3834

Scope

Mission Area(s)

Threat or Hazard

Objectives

Core Capabilities

Sponsor

Scenario

Participating Organizations

Point of Contact

Exercise Dates

Exercise Name

mailto:[email protected]



ANALYSIS OF CORE CAPABILITIES Aligning exercise objectives and core capabilities provides a consistent taxonomy for evaluation that transcends individual exercises to support preparedness reporting and trend analysis. Table 1 includes the exercise objectives, aligned core capabilities, and performance ratings for each core capability, as observed during the exercise and determined by the evaluation team.

Objective

Core Capability

Performed without

Challenges (P)

Performed with Some Challenges

(S)

Performed with Major Challenges

(M)

Unable to be

Performed (U)

Identify gaps in processes and procedures in the Emergency Resource Guide (ERG).

Planning

S

Identify procedures required for KLEAN members to gather decision- relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response.

Situational Assessment

S

Discuss best practices for coordinating response and recovery efforts.

Operational

Coordination

S

Ratings Definitions: Performed without Challenges (P): The targets and critical tasks associated with the core capability were completed in a manner that achieved

the objective(s) and did not negatively impact the performance of other activities. Performance of this activity did not contribute to additional health and/or safety risks for the public or for emergency workers, and it was conducted in accordance with applicable plans, policies, procedures, regulations, and laws.

Performed with Some Challenges (S): The targets and critical tasks associated with the core capability were completed in a manner that achieved the objective(s) and did not negatively impact the performance of other activities. Performance of this activity did not contribute to additional health and/or safety risks for the public or for emergency workers, and it was conducted in accordance with applicable plans, policies, procedures, regulations, and laws. However, opportunities to enhance effectiveness and/or efficiency were identified.

Performed with Major Challenges (M): The targets and critical tasks associated with the core capability were completed in a manner that achieved the objective(s), but some or all of the following were observed: demonstrated performance had a negative impact on the performance of other activities; contributed to additional health and/or safety risks for the public or for emergency workers; and/or was not conducted in accordance with applicable plans, policies, procedures, regulations, and laws.

Unable to be Performed (U): The targets and critical tasks associated with the core capability were not performed in a manner that achieved the objective(s).

Table 1. Summary of Core Capability Performance

The following sections provide an overview of performance related to each exercise objective and associated core capability, while highlighting strengths and areas for improvement.



Objective 1: Identify gaps in processes and procedures in the Emergency Resource Guide (ERG).

Core Capability: Planning

Strengths

The partial capability level can be attributed to the following strengths:

Strength 1.1: A total of 96% of participants stated that as a result of the exercise they were more familiar with planning requirements for disasters.

Strength 1.2: Organizations identified within the KLEAN Emergency Resources Guide (ERG) maintain individual response and recovery plans and procedures.

Areas for Improvement

The following areas require improvement to achieve the full capability level:

Area for Improvement 1.1: Need to conduct additional evacuation planning and coordination in the Kapolei area.

Analysis: As noted in the KLEAN ERG, “evacuation of the Campbell Industrial Park and the surrounding area may be necessary in the event of a natural emergency, severe fire, or hazardous material release.”4

Participants discussed the fact that there are limited access routes to and from Campbell Industrial Park (CIP)(see Map 2-1 Primary Evacuation Routes), and that these routes could be blocked fairly easily. For example, they stated that in March 2017, a minor incident caused a downed

4http://kleanhawaii.org/wp-content/uploads/2017/08/Vol1020EmergPlng2012.pdf#page=5, Page 2-5

http://kleanhawaii.org/wp-content/uploads/2017/08/Vol1020EmergPlng2012.pdf#page%3D5



power pole to block Kalaeola Blvd and access was completed halted for approximately eight hours.

Two alternative emergency routes exist as noted in the KLEAN ERG (page 2-5), “the gate on the east end of Malakole Street and the unimproved road on the west end of Malakole leading to Ko’Olina resort.” However, both routes traverse private property and access is normally prevented by locked gates (Honolulu Fire Department Station 40 has keys for both gates). Furthermore, participants were not aware of the weight rating of the Malakole Street bridge to support heavy equipment.

Recommendations

1.1.1 Determine the weight rating of the Malakole Street bridge and include that information in the KLEAN ERG.

1.1.2 Verify whether there is a need for a signed Memorandum of Understanding for accessing the alternative access routes.

1.1.3 Conduct an emergency evacuation drill for CIP that requires the use of the alternate routes to validate access procedures.

Area for Improvement 1.2: Need to update the ERG and raise awareness among stakeholders of the information within the ERG.

Analysis: The KLEAN ERG which was published in 2012 provides businesses and individuals with:

• Basic guidance for emergency preparedness and response • General guidance for hazards that could result in an emergency • An overview of emergency response organizations • Basic precautions and steps to prevent, prepare for, and deal with an emergency



• Checklists on topics such as Hurricanes, Tsunamis, Earthquakes, fires, as well as on hazardous materials incidents.

KLEAN recently redesigned its website5, and posted many of the documents from the ERG in an easy to access format on the site. For example, the checklists are listed by topic area, and include actions to take before, during and after a disaster.

During the exercise, participants were asked if they were familiar with the ERG, and 46% stated that they were not very familiar with the ERG, while 36% were not aware of the ERG before the exercise. Although this was a small sample size, it highlights the need to raise awareness of the information contained within the ERG. For example, one of the participants recommended that the ERG include a list of pre- designated shelters. This information is already in the ERG in Table 2-1: Emergency Shelters for CIP and Surrounding Area (pp. 2-6 and 2-7)6. In addition, participants discussed the need for alternate communications information, especially if a facility isn’t staffed 24/7, however the majoring of organizations have hours of operation, emergency contact numbers, as well as alternate contact information available in the ERG, VOL II.7 [NOTE: Since the ERG was published in 2012 this information needs to be validated]. And, participants discussed the need for awareness of supplies and resources available within the Kapolei area, which are also available in the ERG, VOL II.8

5 http://kleanhawaii.org/ 6 See also Resource Equipment - Evacuation Shelter (pp. 229-230), and Resource Providers - Evacuation Shelters (pp. 280-284) 7 See Section 4 Business profiles, pp. 153-174 and Section 5 Directory, pp. 175-288. 8 See Resource Equipment (pp. 231-235), Resource Providers - Mutual Aid Organizations (p. 279)

http://kleanhawaii.org/



Participants did identify some additional information that could be added to the ERG or other plans as appropriate. For example, while the ERG does state that “telephone communications may be disrupted during an emergency. Landlines may be downed by high winds and cellular phone call volumes may exceed local capacity” in a section on emergency communications (pp. 3-15 and 3-16), there is no mention of satellite communications procedures, or the use of social media. In fact, social media is not addressed anywhere in the ERG (see discussion below under Objective 2 for additional analysis/recommendations focused on social media).

Another area that is not addressed in the ERG is guidance on debris management. Participants discussed the additional challenge created after a catastrophic hurricane if storm debris wasn’t sorted where feasible. Participants reviewed guidance provided in Texas after Hurricane Harvey (see graphic)9. See additional guidance provided by FEMA.10

Example of Guidance provided after Hurricane Harvey

Recommendations 1.2.1 Provide outreach

materials and opportunities for organizations in Kapolei to become more familiar with the contents of the KLEAN ERG and website.

1.2.2 Revise sections of the ERG to provide additional guidance on alternate communications procedures to include the use of satellite phones and social media; as well as on other topics raised during the TTX such as debris clearance/management.

1.2.3 Review information within the ERG to ensure it is updated where appropriate, such as contact information, organizations within the community, etc.

9 http://www.hcp2.com/90-articles/news/9585-hurricane-harvey-residential-debris-removal-information 10 https://www.fema.gov/media-library/assets/images/110554

http://www.hcp2.com/90-articles/news/9585-hurricane-harvey-residential-debris-removal-information

https://www.fema.gov/media-library/assets/images/110554



Objective 2: Identify procedures required for KLEAN members to gather decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response.

Core Capability: Situational Assessment

Strengths


Strength 2.1: There are a number of key sources of emergency management information available to organizations.11

Strength 2.2: Organizations participating in KLEAN have had the opportunity to share contact information and coordinate directly with emergency response partners and stakeholders.


John Bravender from NOAA describes new hurricane forecasting products.


Area for Improvement 2.1: Need to conduct additional planning and coordination on the use of social media in the Kapolei area to support disaster preparedness, response and recover efforts.

Analysis: Exercise participants discussed the use of social media during disasters. They were informed of reports that “80% of Americans expect emergency response agencies to monitor and respond to social media platforms, and 1/3 expect help to show up within 60 minutes of a posting (see Social Media Info Graphics in Appendix E).”12 However, response partners including organizations such as DEM, HPD and HFD, stated that while they do have a small number of staff that monitor social media, it is not monitored 24/7. Participants were also informed that in recent disasters some organizations have relied on

11 See Attachment D for a list of many of these sites. 12 https://www.usfca.edu/management/news/infographic-social-media-the-new-face-of-disaster-response

https://www.usfca.edu/management/news/infographic-social-media-the-new-face-of-disaster-response



the use of volunteers from the community to monitor and sift through social media for operationally relevant information as part of a Virtual Operations Support Team (VOST), however this practice is currently not included in existing state and local plans and procedures in Hawaii.

Recommendations

2.1.1 Organizations should become familiar with relevant social media sites from response agencies, and leverage preparedness, response and recovery information shared on those platforms with their internal and external stakeholders.

2.1.2 Support outreach efforts to raise awareness of the limitations of social media monitoring by response organizations.

2.1.3 Organizations should advocate for additional resources to support the operational use of social media by response organizations to include the use of options such as volunteers from a VOST. 13

Area for Improvement 2.2: Need to further develop information sharing protocols and procedures for organizations within the Kapolei community.

Analysis: During the TTX, participants reviewed the different phases identified within the Hawaii Catastrophic Hurricane Plan14, and discussed concepts such as the Essential Elements of Information (EEI) that would need to be collected before and after a major disaster:

“Essential elements of information (EEIs) are comprehensive lists of information requirements that provide context, inform decision-making, contribute to analysis, and populate the information collection schedule.”15 For example, Table 2-8 from that plan

13 For details on operationalizing the use of social media see https://www.dhs.gov/sites/default/files/publications/SMWG_From-Concept-to-Reality-Operationalizing-Social- Media-508.pdf 14 https://dod.hawaii.gov/hiema/files/2016/03/2015Hawaii_Cat_Plan.pdf 15 Ibid, p. 6

https://www.dhs.gov/sites/default/files/publications/SMWG_From-Concept-to-Reality-Operationalizing-Social-Media-508.pdf

https://www.dhs.gov/sites/default/files/publications/SMWG_From-Concept-to-Reality-Operationalizing-Social-Media-508.pdf

https://dod.hawaii.gov/hiema/files/2016/03/2015Hawaii_Cat_Plan.pdf



contains a list of information relevant to a catastrophic hurricane for collection and dissemination to stakeholders as appropriate on topics such as hazards, response related information, population impacts, infrastructure impacts, and critical service impacts. Participants discussed the need for better coordination of EEI such as damage assessment information in the Kapolei community, and to confirm procedures to gather and share information with stakeholders on topics such as recovery prioritization efforts. Participants were informed of the creation of a Business Resource Center (BRC)16 by the Hawaii Emergency Management Agency (HI-EMA) to improve coordination and communication with the private sector before, during and after a disaster; however, the majority of participants were not familiar with the BRC concept.

Recommendations

2.2.1 Include relevant EEI in future updates to the BRC to include what information would be shared with the private sector, as well as what information would need to be provided to local, state and federal agencies to assist in response and recovery activities.

2.2.2 KLEAN should request a briefing on the BRC concept from HI-EMA to KLEAN organizations at a future meeting.

Objective 3: Discuss best practices for coordinating response and recovery efforts.

Core Capability: Operational Coordination

Strengths


Strength 3.1: Participants discussed each other’s capabilities and limitations to support response and recovery efforts in the Kapolei community.

Strength 3.2: Participants discussed applicable plans, standard operating procedures, coordination requirements, and protocols from local, state, Federal, private sector, and non- governmental organizations.

Strength 3.3: Organizations are committed to supporting preparedness, response, and recovery efforts in the Kapolei community.



Area for Improvement 3.1: Organizations in the Kapolei community need additional information on procedures that will be used to prioritize critical resources after a disaster, including fuel, temporary power, restoration of the electrical grid, provision of food/potable water, and debris clearance/removal to assist in their internal planning efforts.

16 http://dod.hawaii.gov/hiema/business-resource-center/

http://dod.hawaii.gov/hiema/business-resource-center/



Analysis: The availability of critical resources is expected to be limited during the initial response and recovery phases following a major hurricane or other large- scale disaster. Some exercise participants identified the continuity of their operations as essential to the State’s overall recovery efforts and requested additional information on the allocation and prioritization of certain resources – including fuel, electricity, temporary power, potable water, and debris removal. For example, one participant stated, “Who gets it first? Who determines distribution priorities?”

Participants were informed of the detailed planning that takes place at the local, state and federal level with other stakeholders on an on-going basis to address these types of issues. For example, within the Hawaii Catastrophic Hurricane Plan, one of the eight primary objectives involves the delivery of fuel to support essential services: “Objective 4: Deliver Fuel to Support Essential Services outlines a strategy for facilitating the provision of fuel to essential services and defines the roles and responsibilities of coordinating and cooperating agencies following a catastrophic hurricane.”17 Under Emergency Support Function (ESF #12), the State Energy Office under the Department of Business, Economic Development and Tourism (DBEDT) is responsible for coordinating the 74 tasks identified within the plan to support that objective.

Participants also identified other areas of concern such as the need for additional security to protect critical resources and prevent the looting of high value items such as mobile generators. While another area of concern was how to provide information on unmet needs to local, state and federal agencies especially if primary communications were unavailable after a catastrophic disaster.

17 Hawaii Catastrophic Hurricane Plan, p. 3-29

Kapolei Local Emergency Action Network (KLEAN) After Action Report/Improvement Plan (AAR/IP)

Recommendations

3.1.1 Local, state and federal organizations should continue to provide capability briefings during KLEAN meetings to raise awareness of their plans and procedures (especially critical resource prioritization planning efforts), as well as capabilities and limitations to support response and recovery efforts in the Kapolei community.

3.1.2 Organizations within the Kapolei community should take advantage of opportunities to participate in exercises such as the annual state- wide hurricane exercise (Makani Pahili).


Homeland Security Exercise and Evaluation Program (HSEEP)

APPENDIX B: EXERCISE PARTICIPANTS A total of 41 participants took part in the KLEAN 2018 TTX from 28 organizations.

Organizations AES Hawaii, Inc. Airgas USA, LLC Aloha Petroleum American Red Cross Cardinal Health C&C of Honolulu, Department of Emergency Management C&C of Honolulu, City Council Covanta Energy (HPOWER) Department of Education Department of Homeland Security Grace Pacific Hawaiian Earth Recycling Hawaiian Electric Company Honolulu Fire Department Honolulu Police Department Island Energy Services James Campbell Company Marriott's Ko’Olina Beach Club NOAA/National Weather Service Occupational Training, Inc. Par Pacific State Department of Defense/Office of Homeland Security State Department of Health Hazard Evaluation and Emergency Response (DOH-HEER) State Legislature The Gas Company, LLC The Queens Medical Center – West O’ahu ReadyZoneHQ (Exercise Consultants) The RMR Group LLC


Appendix C: Participant Feedback C-1 Kapolei Local Emergency Action Network Homeland Security Exercise and Evaluation Program (HSEEP)

APPENDIX C: PARTICIPANT FEEDBACK Participants responded to a series of questions to provide feedback at the conclusion of the exercise.

Number of Exercises Previously Participated in

24% 43%

The exercise was properly designed and well structured.

14% 3% 25%

Has your organization conducted a disaster focused exercise within the past year?

14% 3%

83%

58%

21%

12%

Yes

No

Not sure

Strongly Agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

None - this was my first TTX

1-5

6-10

11+



I was familiar with the KLEAN Emergency Resources Guide prior to this exercise.

18%

36%

46%

I was not familiar with the KLEAN ERG

I knew about the KLEAN ERG, but not very much

I was very familiar with the KLEAN ERG

I am more familiar with emergency planning requirements as a result of the TTX

4%

28%

68%

Strongly Agree

Agree


Disagree

Strongly disagree

60%

13% 20%

7%

Does your organization follow ICS?

Yes

No

Kinda sorta

Not sure



45%

33%

15% 7%

I feel comfortable with the emergency response plans for the Kapolei area.

Strongly Agree

Agree


Disagree

Strongly disagree

Does your organization have preparedness supplies on hand (food, water, etc.) for staff?

29%

71%

Yes

No

57%

21% 11%

11%

I am comfortable with the processes and procedures to share emergency information.

Strongly Agree

Agree


Disagree

Strongly disagree



What processes/procedures are used to collect/disseminate information?

Nixle Hnl.info Cell phones Email by local district manager Email/text NIXLE / Hnl.info Alerts on phone, emailed or text to employees We monitor the weather service, we are in State conference calls. We use a mass notification system to notify employees. Text alert system to employees, emails, overhead announcements Nixle. Hotline and direct phone line. Neighbor businesses contact numbers. Phone tree, school connect mass messaging system, Planning chief plugs in to DEM and forwards info to Emergency Management Team Email, web site, phone, social media Send Word Now Emergency notifications, response plans, unified command NIXLE, radio, Central Pacific Hurricane Center, Tsunami Warning Center, HNL Fusion Center Social media, text, news

How is information developed/approved for dissemination from your organization? PIO Email/text Facts are collected from trusted partners Corporate approval Plant Manager Approved through director & PAO Communications office reviews and then statement is released usually via email Approved by Leadership/ICS Team and PIO Corporate approval PIO, HR Director, Plant Manager Phone tree. Emergency Mgmt Plan Plant Manager provides statement Designated phone number with messaging for employees

What processes/procedures need to be included/clarified in the KLEAN ERG for info sharing? Monthly meetings by KLEAN Website There is a lot of emphasis on electronic info sharing methods. If the power grid goes down what methods are we using? Access to Critical Resources via Homeland Security Information Network (HSIN)

Any additional comments related to preparedness? Understand Plans in Place to prepare for any event List of pre-designated shelter place Essential vs non-essential personnel. Minimum staffing levels and access. 1) Protect your family and home. 2) back up of leadership positions for ICS Scheduling periodic checks of on hand supplies for expiration, and serviceability.



What were some strengths that were identified in the exercise?

Networking Community spirit Connection through existing organizations such as KLEAN Organizations have response teams in place Many organizations have plans in place Many organizations have back-up power Access to material handling equipment Local Hazmat team Understanding limitations and capabilities Affected population area is far away from industrial area Sharing organizational capabilities Communication Businesses need to have response plans Individual companies sound like they have good emergency action plans Know the strengths and weaknesses of other businesses in the area NIXLE

What were some areas for improvement that were identified in the exercise? Limited access and evacuation routes Better alternate communications plans, procedures and equipment Training staff three deep in positions Distributing information on existing information sharing sites Need more information provided on social media from trusted sources and active monitoring from those sites Coordination of capabilities Coordination of information sharing through apps Action plan implementation

One of the first things I will do related to emergency management is: Test Sat Phone Review our specific plan Communicate test with organization Communications and information sharing Send a follow up Nixle Identify resources for recovery Share information learned Share with management Plan Get my personnel to be self-prepared Assess our safety supplies. Go to some of the websites. Develop checklist for monthly distribution to employees

What will I need to be successful to accomplish that? A plan Practice Network and share



Platform to share Need proper points of contact at each location Time and access Need more robust checklists Meeting Practice-review-practice Assess what we have Look into backup generator

What will I need to be successful to accomplish that (cont.)? Reach out to resources Personnel SAT phone cell numbers from other people Organizations need to have disaster plans

Who will I work with to make it happen (ex. – specific internal or external stakeholders)? KLEAN Leadership DHS Internal stakeholders Corporate Plant manager Internal staff COO and community partnerships Facility managers and senior leaders Puerto Rico Emphasis from senior leadership

Please provide any additional feedback or comments: Good TTX. Thank you Great session! Excellent exercise Awesome job Mahalo Glad to see this many people in attendance Encourage companies and schools to check out readyrating.org Good keeping everyone on time. Try a live evacuation Great exercise


Appendix D: Information Resources D-1 Kapolei Local Emergency Action Network Homeland Security Exercise and Evaluation Program (HSEEP)

APPENDIX D: INFORMATION RESOURCES

Site Link Central Pacific Hurricane Center (CPHC) http://www.prh.noaa.gov/cphc/ Department of Emergency Management (DEM) http://www.honolulu.gov/dem/getready.html

Disaster Assistance https://www.disasterassistance.gov/ Hawaii Emergency Management Agency (HI- EMA) http://dod.hawaii.gov/hiema/get-ready/

Hazard Mitigation Assistance www.fema.gov/hazard-mitigation-assistance Homeland Security Information Network (HSIN)

https://www.dhs.gov/homeland-security- information-network-hsin

HNL.info https://hnl.info/alerts/login.php

Honolulu Police Department (HPD) http://www.honolulupd.org/index.php

Institute for Business & Home Safety (IBHS) Open for Business

http://disastersafety.org/ibhs-business- protection/ofb-ez-business-continuity/

Nixle https://local.nixle.com/klean-campbell-local- emergency-action-network/

National Weather Service (NWS) Forecast Office Honolulu, HI http://www.prh.noaa.gov/pr/hnl/

Office of Infrastructure Protection (OIP) https://www.dhs.gov/office-infrastructure- protection

Pacific Disaster Center (PDC) Emergency Operations (EMOPS). https://emops.pdc.org/emops/

Pacific Tsunami Warning Center (PTWC) http://ptwc.weather.gov/ Preparedness for business (FEMA) https://www.ready.gov/business Red Cross Ready Ratings (American Red Cross)

https://www.readyrating.org/The-Red-Cross- Ready-Rating-Program

Small Business Administration (SBA)

https://www.sba.gov/business- guide/manage-your-business/prepare- emergencies

State Department of Health Hazard Evaluation and Emergency Response (HEER)

http://eha-web.doh.hawaii.gov/eha- cma/Org/HEER/

The Hawaiian Electric Company (HECO) https://www.hawaiianelectric.com/safety- and-outages/power-outages/mobile-app

U.S. Coast Guard (USCG) District 14 http://www.pacificarea.uscg.mil/Our- Organization/District-14/

http://www.prh.noaa.gov/cphc/

http://www.honolulu.gov/dem/getready.html

http://www.disasterassistance.gov/

http://dod.hawaii.gov/hiema/get-ready/

http://www.fema.gov/hazard-mitigation-assistance

http://www.dhs.gov/homeland-security-

http://www.honolulupd.org/index.php

http://disastersafety.org/ibhs-business-

http://www.prh.noaa.gov/pr/hnl/

http://www.dhs.gov/office-infrastructure-

http://ptwc.weather.gov/

http://www.ready.gov/business

http://www.readyrating.org/The-Red-Cross-

http://www.sba.gov/business-

http://www.sba.gov/business-

http://eha-web.doh.hawaii.gov/eha-

http://www.hawaiianelectric.com/safety-

http://www.pacificarea.uscg.mil/Our-


APPENDIX E: SOCIAL MEDIA INFOGRAPHIC19

19 https://www.usfca.edu/management/news/Social_Media_and_Disaster_Response_Infographic

Appendix E: Social Media Infographic E-1 Kapolei Local Emergency Action Network Homeland Security Exercise and Evaluation Program (HSEEP)

https://www.usfca.edu/management/news/Social_Media_and_Disaster_Response_Infographic

klean ttx 2018kleanhawaii.org/wp-content/uploads/2018/04/klean2018-ttx-aar-final.pdf• area for...

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